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RESILIENCE DEBATE IN ASSOCIATION WITH: LEADING FROM THE FRONT Caroline Turley Hamish Hamilton Janet Doolan
Khalid Saifullah
Lou Booth
Mark Sykes
Neil Burrows
Sarah Page
Steve Fogg
In these incredibly challenging times leadership is more important than ever. With Boost; Lancashire’s Business Growth Hub, we brought together experts from across the county to discuss resilience and what else we need from leaders as we look to emerge from the coronavirus crisis
What leadership traits are required to steer us through this coronavirus crisis?
HH: We’ve gone through the survival phase and we’re now in what I call the reset phase. It’s the change from management to leadership. Management is doing things right; leadership is doing the right things.
People are struggling because that intense clarity of the survival phase has ebbed away. It’s the leader’s job to create that clarity, to define the most important things we need to get done. It’s communicating that crystal-clear clarity and giving something for people to rally around.
LB: Everybody’s different and some are coping better than others. We’re in this process of change and people need a lot of emotional support. We’re missing the physical connection.
I’m really interested in compassionate leadership, and someone said to me the other day, ‘There’s a lot of anxiety underneath’. How do we create that culture and that environment for people to be okay about not being okay?
JD: We’re taking a high volume of calls. We’re speaking with passionate business owners who want to save what they’ve built and, in some instances, they want to grow. They display traits of strong leadership - clear vision and being able to communicate it.
Being decisive is important but so is being open- minded and accepting of the situation. There’s also the element of caring and empathy for their staff, because wellbeing is really important.
MS: We’re moving into a phase where the role of leaders is to create the vision and to think
through what the future of the business might look like.
People are looking for leaders to make decisive actions, but they have a horrible challenge of balancing the demand for quick action with that clarity of vision, alongside thinking carefully about the right decisions for the business, customers, suppliers and staff.
Despite the pressure on them to respond quickly they need to make the right decisions to come out of this with a strong business to sustain future growth.
NB: We are seeing a change in mindsets. Good leaders are now are coming to the front, they’re communicating to their employees and they are getting across that understanding of what they need to do.
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